Decoding the Success Formula of Vanke and Jujin's 5+2 Landmark Real Estate

Author: Chen Ken
Publisher:
Publish Date: 2005-05-01
Features:
"Transforming an excellent company into a great one, its core competitiveness is one of the most important elements of correct values. Therefore, today we see an excellent and great Vanke, we have every reason to believe that the corporate culture and value ethics deeply rooted in Vanke managers are the most important winning genes." — Feng Lun, Chairman of Vanke's Board of Directors
"XX is not scary! It's not scary! What's scary is Vanke, because this little brother is too good at learning. Vanke has walked for ten years, and Vanke has completed it in three years." — Wang Shi, Chairman of Vanke
"This is a book that Vanke people won't write, Vanke people don't want to write, and outsiders can't write!" — Li Chaoshu, Secretary-General of the Shenzhen Management Consulting Industry Association
To test his research findings, the author used the opportunity to conduct group training while responsible for the company's training. During manager training or new employee training sessions held at the headquarters or subsidiaries, he often interwove some insights into Vanke and Vanke's management or business research, encouraging participants from different professional backgrounds to engage in specialized discussions on certain issues, fully absorbing the "sparkling ideas" generated during "brainstorming." Sometimes, to compensate for his own and some participants' lack of professional knowledge, he temporarily added a field trip to Vanke and Vanke's properties, allowing the participants to evaluate the architectural design, community planning, construction supervision, sales strategies, and property management of Vanke and Vanke's properties from their respective professional perspectives. This gave his research findings a more solid foundation.
As a member of Vanke's management team, due to work requirements, the author directly or indirectly participated in many discussions and formulation of development strategies, business management, human resource management, performance management, corporate culture, customer service, brand integration systems, and solutions for Vanke. In 2003, he directly participated in Vanke Group's real estate project management integration project, which helped him fill many of his "shortcomings" in professional knowledge, providing a good reference for his comprehensive research on Vanke and Vanke. It can be said that these six years were a critical period for the author to witness firsthand how Vanke grew rapidly from a regional company into a cross-regional group.
This book has the following four major features:
1. Uniqueness in Content
There are several books written about Vanke, most of which focus more on Wang Shi. There are almost no books that systematically study the management of real estate companies. Many people now only see the increasing annual sales of Vanke and Vanke, but they don't realize that behind the sales figures is "management" at work! The author's book aims to use a large number of facts and easy-to-understand analysis to show everyone the intrinsic connection between "sales" and "management," as well as the origin of "management" and "culture." It can be said that "with this book in hand, Vanke and Vanke are in your palm."
2. Originality in Form
The author decided to adopt a "a picture is worth a thousand words" presentation style, with one picture paired with one paragraph. This allows readers to read management books like a "comic strip," easily finishing the book in just one or two hours while waiting at airports, train stations, or ports!
3. Logic in Narration
The content of Vanke and Vanke's business management involves all aspects. What to write first? What to write next? How to write it? It is necessary to first identify the intrinsic logical connections between them, using a "red thread" to string together the scattered "pearls" into a beautiful "necklace." It is not a pile of disorganized "materials."
4. Practicality in Learning
First, the author chose the easiest-to-master management tool—benchmarking—as the most deeply rooted idea in Chinese culture: "learning from the advanced and finding gaps." Second, when researching how the two "benchmark companies" operate, the author strives to summarize and generalize in the most popular, concise, and accurate language. Third, the author includes an "insight" at the end of each chapter, not only clearly telling readers where they excel but also pointing out their shortcomings, allowing everyone to have both "comparison" and "discernment."
The Proposal of "Vanke Science"
"Vanke is a book that cannot be fully read or finished! The more I study her, the more valuable I find her. It is entirely appropriate to treat Vanke as a discipline and establish a 'Vanke Science.'"
When I finished writing "The 5+2 Success Rule: Decoding the Business Management of China's Real Estate Benchmark Companies—Vanke and Vanke" in one go, and reported to the publisher that the manuscript was ready, I couldn't help but shout excitedly over the phone.
"What? What? 'Vanke Science'? Wow, that concept is amazing! No one has ever said that before."
Born as a journalist, the editor, driven by professional sensitivity, was clearly infected by my enthusiasm and eagerly asked, "Say, continue."
So, we forgot it was late at night: From Vanke's unique corporate culture to the "humanistic spirit" reflected in the Balanced Scorecard it introduced; from Vanke's cross-regional development strategy to its transparent corporate governance structure; from Vanke's concept marketing and word-of-mouth marketing to the characteristics of its four product series; from Vanke's customer service, customer complaints, and property management to the "Vanke Real Estate in China" brand promotion campaign; from Wang Shi's personal charm to the collective succession of the second generation of Vanke professional managers; from the reports and evaluations of Chinese and foreign media on Vanke and Wang Shi.
Eleven Years of Vanke Connections
My initial encounter with Vanke began in early 1993, when the Shenzhen Municipal Government held the first large-scale public land auction in the country. I accompanied the President of China Huandao Group to Shenzhen at Vanke's invitation to discuss the possibility of jointly acquiring land. Originally, Vanke was concerned that acquiring land alone would be too risky, so it wanted to bring in Huandao and Zhujiang, two real estate companies with a reputation in Hainan and Guangzhou, as "little brothers" to jointly bid for a gold-plated land plot by the Xiangmihu Lake. Unexpectedly, the boss of my company was someone who only wanted to be "the big brother" and not a "little brother." Adding to the positive outlook for the real estate market in Hainan at the time, the company had the development rights to 6.5 square kilometers of land, so when bidding, the boss completely ignored Vanke and Zhujiang, bidding alone and showing great determination, holding up the bid number the entire time without letting go, and finally won the plot for nearly 1 billion yuan at the end. This caused an uproar in Shenzhen and Hong Kong, with the media shouting that a "dark horse" had emerged from Hainan! The boss also instantly became a sensation, frequently appearing on various media interviews.
However, with the implementation of the state's tight monetary policy in the second half of 1993, the plot that had only paid the down payment immediately became a "hot potato."